1. Management and Society

2. Motivation Things to Think About
How much responsibility do organizations have to make sure that a work place is safe or that it does not pollute the environment?
Should corporations ensure upper management reflects the same diversity as its workforce?
Should a company have a life long loyalty to its workforce (career / retirement)
Should companies be allowed to downsize their workforce in the United States and hire cheaper labor from overseas?
Chapter 3 Lesson 2

3. Click the Show/Hide Response Display Button
Quick Write
Do corporate managers have a duty to pursue social goals? Or should they just focus on making money?
Explain your answer.
Note to Instructors:
Click the Show/Hide Response Display Button
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4. Objectives
Describe the two basic positions on corporate social responsibility
Describe workforce diversity
List and describe three types of contingent workers
List and describe three methods of changing organizational size
Explain the issues that contingent workers create for managers
Chapter 3 Lesson 2

5. Vocabulary Social Responsibility Social Obligation
 Social Responsiveness
Ethics
Code of Ethics
Chapter 3 Lesson 2

6. Corporate Social Responsibility
Chapter 3 Lesson 2

7. What Society Expects from Organizations and Managers
Corporate Responsibility first became a hot topic during the 1960s
Did corporations have a responsibility to welcome women and nonwhites into their workforces? And maybe even into the ranks of their managers?
Was it all right for the tobacco companies to keep making—and advertising—cigarettes? After all, study after study linked smoking to disease.
What about Dow Corning, marketing breast implants to women, despite reports that leaking silicone could be a health hazard?
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8. Two Views of Social Responsibility
Activist View
Belief that organizations need to be socially and ethically responsible
Minimalist View
Belief that the obligation of a business is to meet its economic and legal responsibilities, and no more
Chapter 3 Lesson 2

9. Corporate Social Responsibility
Social responsiveness, a firm’s desire to adapt and act to changing social conditions
Social responsibility is a firm’s ability to go beyond what the law requires to pursue long-term goals that benefit society
Social obligation, the obligation of a business to meet its economic and legal responsibilities, and no more
Chapter 3 Lesson 2

10. Balance responsibility Shareholder interests
Activist Arguments
Public expectations
Minimize regulation
Long-term profits
Balance responsibility
Ethical obligation
Shareholder interests
Public image
Resources
Better environment
Prevention over cure
Chapter 3 Lesson 2

11. Minimalist Arguments Maximize profits Dilution of purpose
Excessive costs
Excessive power
Lack of skills
Lack of accountability
Lack of public support
Chapter 3 Lesson 2
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12. Motivation Things to Think About
How much responsibility do organizations have to make sure that a work place is safe or that it does not pollute the environment?
Chapter 3 Lesson 2

13. How Managers Become More Socially Responsible
Ethics is a set of rules or principles that define right and wrong conduct
A Code of Ethics is a formal statement of an organization’s core values and the ethical rules it expects managers and operatives to follow
Chapter 3 Lesson 2
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14. Supporting a Code of Ethics What Managers Must Do
Regularly affirm the content of the Code of Ethics
Follow the rules of the Code themselves
Call those who break the rules to account
Chapter 3 Lesson 2

15. The belief that organizations need to be socially and ethically responsible is called the
minimalist view.
modern view.
social view.
activist view. 1
(LE400-U1C3L2:LQ3)

16. A firm’s desire to adapt to changing social conditions
Social responsibility
Social obligation
Social responsiveness
Ethics 1
(LE400-U1C3L2:VQ1)

17. A firm’s ability to go beyond what the law requires to pursue long-term goals that benefit society
Social responsibility
Social obligation
Social responsiveness
Ethics 1
(LE400-U1C3L2:VQ1)

18. The obligation of a business to meet its economic and legal responsibilities, and no more
Social responsibility
Social obligation
Social responsiveness
Ethics 1
(LE400-U1C3L2:VQ4)

19. A set of rules or principles that define right and wrong conduct
Social responsibility
Social obligation
Social responsiveness
Ethics 1
(LE400-U1C3L2:VQ3)

20. Workforce Diversity
Chapter 3 Lesson 2
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21. Workforce Diversity
Workers bring a diversity of cultural values and lifestyle preferences with them to work
Managers are seeing a need to accommodate this diversity and celebrate the differences, rather than trying to fit each worker into the same mold
Chapter 3 Lesson 2

22. Workforce Diversity
Workforce diversity—the variety of backgrounds of an organization’s people, such as gender, race, age, and ethnicity
Chapter 3 Lesson 2
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23. Workforce Diversity
During the 1960s, Congress made it illegal to discriminate in employment against people because of their race or gender
As a result of this legislation, women and African-Americans entered the workforce in much greater numbers than before
Chapter 3 Lesson 2

24. Workforce Diversity
In more recent years, the labor force has seen even greater diversity as Hispanic, Asian, and other immigrants have come to the United States to work
The future workforce will be a mix: males and females, white and people of color, Hispanics, Asians, Africans, Native Americans, people with disabilities, and the elderly
Chapter 3 Lesson 2

25. Workforce of the Future

26. Motivation Things to Think About
Should corporations ensure upper management reflects the same diversity as its workforce?
Chapter 3 Lesson 2

27. How Diversity Affects Organizational Management
Adapted Human Resource Policies
Hiring and promotion policies
Diversity training
Programs to encourage diversity among companies’ suppliers and vendors
Chapter 3 Lesson 2

28. How Diversity Affects Organizationasl Management
Move away from treating everyone alike in favor of responding to individual differences
Avoid practices or actions that may offend
Chapter 3 Lesson 2
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29. Corporate Loyalty
Chapter 3 Lesson 2

30. Corporate Loyalty to Employees
There once was a time was when companies only laid off employees during hard times.
Today they are much more likely to lay people off even in good times.
What’s behind the trend?
Companies want to be more flexible to respond better to change.
Emphasis on effectiveness and efficiencies in manufacturing, for instance—has led to the redesign of work processes and more automation, and the need for less people
New technologies, particularly information systems, lead to rapidly changing staffing requirements and the need for people with different skills, expertise and experience.

31. Average Years with Same Company

32. Corporate Loyalty to Employees
Companies want to avoid being burdened by permanent staff in case of a downturn
They want workers they can say goodbye to when the holiday rush is over or the big new product rollout is complete
They want to be able to respond to new opportunities without straining the human resources budget
As companies try to thin the ranks of their regular employees, the contingent workforce has ballooned
Chapter 3 Lesson 2

33. Contingent Workers
Part-time employees, who work fewer than 40 hours per week and generally receive few or no benefits, are a good source for organizations to staff peak times
Temporary employees work during peak production periods (e.g., the Christmas holidays in stores) or may fill in for employees who are off work for an extended period of time (e.g., someone on maternity leave)
Contract workers, subcontractors, and consultants, sometimes called freelancers, are hired by organizations to work on specific projects for which they are often very skilled
Chapter 3 Lesson 2

34. Why Organizations Lay Off Workers
Downsizing—laying off people in order to create a more efficient operation
Rightsizing—linking staffing levels to organizational goals
Chapter 3 Lesson 2
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35. Why Organizations Lay Off Workers
Outsourcing—using outside organizations, some in other countries, to provide necessary products and services at a lower cost
Chapter 3 Lesson 2
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36. Issues Contingent Workers Create for Managers
They may not feel their work is valued as much as core employees
They may need multiple employers
They may not feel any special loyalty to any company
Chapter 3 Lesson 2

37. Motivation Things to Think About
Should a company have a life long loyalty to its workforce (career / retirement)
Should companies be allowed to downsize their workforce in the United States and hire cheaper labor from overseas?
Chapter 3 Lesson 2

38. The variety of backgrounds of an organization's people, such as gender, race, age, and ethnicity
Contingent workforce
Outsourcing
Workforce diversity
Rightsizing 1
(LE400-U1C3L2:VQ5)

39. Part-time, temporary, and contract workers
Contingent workforce
Outsourcing
Rightsizing
Downsizing 1
(LE400-U1C3L2:VQ12)

40. Laying off large numbers of people in order to create a more efficient operation
Contingent workforce
Outsourcing
Rightsizing
Downsizing 1
(LE400-U1C3L2:VQ7)

41. Using outside organizations, some in other countries, to provide necessary products and services
Contingent workforce
Outsourcing
Rightsizing
Downsizing 1
(LE400-U1C3L2:VQ10)

42. Linking staffing levels to organizational goals is called
outsourcing.
downsizing.
rightsizing.
upsizing. 1
(LE400-U1C3L2:LQ7)